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2016-2017 Career Management System (CMS) Overview

CMS Training Session Objectives

By the end of today’s session, you will be able to:

• Describe the components of the 2016-2017 CMS appraisal cycle

• Articulate the core competencies as defined by the Dallas ISD Leadership Rubric

• Navigate the CMS web platform

Impact of Effective Performance Management

Consistent standards and accountability are established and communicated to ensure success

Leaders are developed intentionally and in alignment with district needs

Regular reviews provide employees with opportunities for meaningful feedback on areas of strength and areas for growth

Emerging leaders have the tools and development they need to manage their careers and successfully negotiate role transitions

Employee Excellence: A Snapshot

Transition 2015-2016

Phase One2016-2018

Phase Two2018-2019

Phase Three2019-2020

Central Staff Excellence: Where are we going?

Introduce online platform for appraisal

Focus on growth and development

Collect baseline data Provide opportunity

for feedback from multiple levels

Launch Dallas ISD Leadership Rubric

Provide calibration and certification training for managers

Integrate Learning Management System

Provide overall rating with breakdown of goals/competencies.

Sunset of 3R

Integrate all existing Excellence Initiatives with Cornerstone platform

Incorporate modules for career planning and succession

Implement system-wide succession planning

Connecting Performance to Learning

LMS is the acronym for Learning Management System

The LMS will help manage your learning. This includes online learning, instructor led training (ILT) and blended learning. The LMS can be used for all kinds of learning activities.

Register for LMS training online through CMS platform

Who is Appraised on CMS?

All full- and part-time Central Staff Professional and Support employees not on an existing Excellence Initiative

All full- and part-time Central Staff Operations employees

All full- and part-time Campus-based Custodial and Food-Service staff

Campus-based professional and support staff not on an existing EI will remain on 3R for 2016-2017

2016-2017 Annual Appraisal Cycle*

Phase Actions or Tasks

Phase I: Beginning of Year Goal-Setting

Online Goal Entry Face-to-Face Conference with Appraiser

Phase 2: Mid-Year Review** Online Self-Review (Formative) Online Appraiser Review Mid-Year Conference (Formative)

Phase 3: End of Year Review and Rating

Online Self-Review Online Appraiser Review, End of Year Conference, and Ratings

*As described by DN-Local**Optional, unless employee performance is Below Expectations

Components of 2016-2017 CMS

Individual Goal Accomplishment20%

Leadership Rubric/Core Competencies80%

Components of 2016-2017 CMS: Competencies

Individual Goal Accomplishment

(20%)

Leadership Rubric

Competencies

(80%)

OVERALL EVALUATION

Developed in Spring 2016 in partnership with HCM, Chief of Staff’s office, and stakeholder feedback from cabinet-level positions

Best practices from other districts, corporate, and non-profits

Key learning: to improve student outcomes, we must cultivate leadership at all levels of the organization

2016-2017 Dallas ISD Leadership Rubric

Stephen Drotter: A Note on Leadership

Each employee within an organization should demonstrate leadership behaviors, even if individuals do not directly manage

other employees.

2016-2017 Dallas ISD Leadership Rubric Domains

1234

Shaping Culture

Developing Talent

Driving Impact

Engaging Stakeholders

Role Impact

Leader ofOrganization

Leads change; builds culture; grows leadership capacity in others

Leader of Teams

Implements best-practices; achieves results by leading at least one team

Leader of Others

Leads the work; coaches direct reports

Leader of Self

Doing the work; Leading projects or programs in collaboration with others

Leadership: Degrees of Accountability

Leader of Teams

Leader of Others

Leader of Self

Leadership: Degrees of Accountability

Leader of The Organization

Implemented for 2016-2017 CMSAppraisal Cycle

Rubric Description

Leader of Self

12 indicators across the four core domains Applied to all employees evaluated under CMS Focus placed on individual contribution to

overall work

Leader of Others

Expands on LoS rubric to include 10 additional indicators across the four core domains

Emphasis on individual contribution and work done to manage effective teams

Digging in: Leadership Rubric

Digging in: Leadership Rubric

Domain 1: Culture1.1 Understands the Organizational Vision, Mission, and Values• Demonstrates commitment to educational excellence for all students

• Holds peers and self-accountable to high standards

• Uses values to guide performance, conduct, and decisions

• Adheres to district policies and procedures

• Demonstrates appropriate professional behavior in public and in the workplace

1.2 Adapts to Change• Discerns the need to adjust behavior and/or actions

• Adapts to new information, changing conditions, or unexpected obstacles

• Supports change and assists peers, when appropriate, as they embrace change

1.3 Creates Positive Environment for Change• Demonstrates flexibility and adapts appropriately to changes• Proactively familiarizes team members with context and rational for change• Implements new initiatives or processes when appropriate

Lead

er

of

Self

Lead

er

of

Oth

ers

Table Activity: Exploring the Rubrics

Scoring Performance Indicators

Score Rating Description

1 UnsatisfactoryEmployee has consistently failed to demonstrate these behaviors and requires targeted intervention to ensure improvement.

2Needs

ImprovementEmployee demonstrates these behaviors irregularly, limiting overall impact. They would benefit greatly from targeted development on this particular skill.

3 ProgressingEmployee demonstrates these behaviors often, but is capable of improving their performance in this area to expand their positive impact.

4Meets

ExpectationsEmployee consistently demonstrates these behaviors. This is an area of strength for this employee.

5Exceeds

Expectations

Employee demonstrates all of these behaviors without exception and frequently goes above and beyond. Employee performance is a model for others to follow

Scoring Performance Indicators

Performance indicators on a 1-5 scale

Competencies assessed during the Mid-Year and End of Year Reviews

Scores are only visible during EOY

If progress mid-year is deemed “below expectations” intervention plan should be developed

Components of 2016-2017 CMS: Goals

Individual Goal Accomplishment

(20%)

Leadership Rubric

Competencies

(80%)

OVERALL EVALUATION

An effective approach to goal setting includes five facets:

Individual and Team goals should align to your team or department’s goals.

Goals should not duplicate skills/behaviors assessed in the Leadership Rubric

Goals should address both professional results and personal development.

At least one goal should be created for all employees in CMS.

Goals should be, at a minimum, SMART.

Pillars of Effective Goal-Setting

By October 15, 2016, deliver introduction to CMS/Goal-setting training to 95% of supervisors/appraisers in the District.

Specific

Measurable

Actionable

Relevant

Timely

Deliver introduction to CMS/Goal-setting training

95% of supervisors/appraisers

Develop training materials; arrange for training spaces; assign trainers; communicate training times; deliver training; audit attendance

By October 15, 2016

HCM Goal: Define, Support and Reward excellence to increase retention of highly effective staff

CMS Online Goal-Entry: 2016-2017 Updates

Streamlined goal-entry screen does not require tasks or targets

Goal-entry is tied to a Goal-Setting and Conference Task for both employee and appraiser

Updating goal progress not required; progress assessed during Mid-Year

Scored during EOY

Goals may be assigned by supervisor/appraiser

Goal ScoringSCORE RATING DESCRIPTION

1 UnsatisfactoryThe employee failed to set rigorous and relevant goals or did not take action

to accomplish goals or targets.

2Made Some Progress

Toward Target

The employee made some progress toward achieving the goal, but did not

achieve them in the specified timeframe or lacks meaningful evidence.

3Made Significant

Progress Toward Target

The employee made significant progress toward rigorous and relevant goals,

but did not achieve them in the timeframe specified.

4 Met TargetThe employee accomplished rigorous and relevant goals in the timeframe

specified and can support goal accomplishment with meaningful evidence.

5 Exceeded Target

The employee exceeded expectations by accomplishing exceptionally rigorous

and relevant goals or achieving positive outcomes beyond the target set in the

original goal. The employee is able to demonstrate goal accomplishment and

substantial positive impact with meaningful and compelling evidence.

Overall Appraisal: Scoring Competencies

Each indicator scored from 1 (Unsatisfactory) to 5 (Exceeds Expectations)

Indicators are averaged to produce an overall Leadership Rubric score

Maximum of 20 points awarded

Domain 1:

Culture

(Max 5)

Domain 2:

Talent

(Max 5)

Domain 3:

Impact

(Max 5)

Domain 4:

Stakeholders

(Max 5)

Leadership Rubric Score

(Max 20)

Overall Appraisal: Scoring Goal Accomplishment

Each goal entered is scored from 1 (Unsatisfactory) to 5 (Exceeds Expectations) scale

Scores for each goal are averaged to produce an overall score for goal accomplishment

Maximum of 5 points awarded

2016-2017 CMS Appraisal: Overall Evaluation Score

OVERALL RATING SCORE RANGE

Unsatisfactory* ≤ 9.99

Below Expectations 10.00-14.99

Proficient 15.00-21.99

Exceed Expectations 22.00-23.99

Exemplary*$ 24.00 +

All users will receive notifications through the Cornerstone platform when a task is assigned

Appraisers may be formally updated at any point during the evaluation cycle through the Oracle DISD Evaluation Supervisor portal

Individual Intervention Plan templates are available on the CMS website and are required for any employee whose performance is below expectations at Mid-Year Review.

Nuts and Bolts for Appraisers

Appraisal Cycle Non-Negotiables

PHASE APPRAISAL CYCLE COMPONENT TIMELINE FOR COMPLETION

Phase 1: Goal SettingGoal-Setting and Online Goal Entry

September 2016Planning/Goal Setting Conference

Phase 2: Mid-Year

Review

Online Employee Self-Review

December 2016 – January 2017Online Appraiser Review

Mid-Year Review Conference

Phase 3: End of Year

Review

Online Employee Self-Review

June – August 2017* Online Appraiser Review

End of Year Review Conference

System notifications for required steps

Bi-weekly communication to managers/appraisers

Ongoing trainings and supporting documents

Internal and external resources to support employee growth

Training and Support

Support Online resources: http://www.dallasisd.org/careermanagement

Performance Appraisal Guide Quick Reference Guide (QRG)

Frequently Asked Questions (FAQs) Upcoming Trainings

SMART Goals Setting Model and Template

Email: careermanagement@dallasisd.org

Technical issues: http://remedyforce.dallasisd.org

Phone: (972) 925-4074

Survey: http://tiny.cc/1617CMS